DOCSLIB.ORG

MILITARY INTELLIGENCE PB 34-05-3 Volume 31 Number 3 July-September 2005

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
MILITARY INTELLIGENCE PB 34-05-3 Volume 31 Number 3 July-September 2005 MILITARY INTELLIGENCE PB 34-05-3 Volume 31 Number 3 July-September 2005 Staff: FEATURES Commanding General 10 OIF II: Intelligence Leads Successful Counterinsurgency Operations Major General Barbara G. Fast by Lieutenant General Thomas F. Metz, Colonel William J. Tait, Jr., Deputy Commanding General, and Major J. Michael McNealy Reserve Component Brigadier General Edward A. Leacock 16 Wartime “2”: Ultimate Duty for an MI Officer Deputy Commandant for Futures by Colonel William “Jerry” Tait, Jr. Mr. Jerry V. Proctor Deputy Commander for Training 20 Teach, Coach, and Lead: Our Responsibilities as Intelligence Colonel Kevin C. Peterson Leaders to Develop Future Leaders Director, Directorate of Doctrine by Colonel Keith G. Geiger, Lieutenant Colonel Orlando W. Ortiz, Colonel George J. Franz and Major J. Michael McNealy 23 Challenges in Recruiting Military Intelligence Warrant Officers MIPB Staff: by Chief Warrant Officer Three Stephen Beckham Managing Editor Sterilla A. Smith 26 Defining the Role of the Warrant Officer Design Director by Chief Warrant Officer Five Michael Guzy Sharon K. Nieto Design and Layout Team 32 Focusing on the Critical, Not the Urgent SGT Ivan M. Rivera by Jack Kem, Colonel (Retired) SPC Hala H. Ereifej Cover Design: 36 Leading the Light Infantry Brigade Combat Team’s Military SGT Ivan M. Rivera Intelligence Company Issue Photographs: by Captain Jerry Moon Courtesy of the U.S. Army 38 Indications and Warning Post 9/11: Analyzing Enemy Intent by Scott Swanson Purpose: The U.S. Army Intelli- gence Center and Fort Huachuca 41 Military Epistemologies in Conflict (USAIC&FH) publishes the Military by Major David W. Pendall Intelligence Professional Bulletin (MIPB) quarterly under the provi- sions of AR 25-30. MIPB presents 50 Effects–Based Targeting at the Brigade information designed to keep in- by Captain Kyle Teamey telligence professionals informed of current and emerging develop- DEPARTMENTS ments within the field and provides an open forum in which ideas; con- 2 Always Out Front 62 Intelligence Philatelic Vignettes cepts; tactics, techniques, and pro- 4 CSM Forum cedures; historical perspectives; 64 Contact and Article problems and solutions, etc, can be 8 Technical Perspective exchanged and discussed for pur- Submission Information poses of professional development. 55 Training the Corps Inside Back Cover Disclaimer: Views expressed are 59 Language Action MI Memorial those of the authors and not those of the Department of Defense or its elements. The contents do not nec- By order of the Secretary of the Army: essarily reflect official U.S. Army Official: positions and do not change or su- persede information in any other U.S. Army publications. SANDRA R. RILEY PETER J. SCHOOMAKER Contact Information for MIPB is on page 64. Administrative Assistant to the General, United States Army Secretary of the Army Chief of Staff 0531401 July - September 2005 1 Always Out Front by Major General Barbara G. Fast Commanding General, U.S. Army Intelligence Center and Fort Huachuca Leadership Development in Military Intelligence: Mentorship The Importance of Mentorship dum, Leaving a Legacy Through Mentorship, 14 July As a lieutenant colonel, I wrote an article for MIPB 2005, General Peter J. Schoomaker, Chief of Staff of entitled, Mentorship: A Personal and Force Multipli- the Army, restated the idea that: er. With the Army fully engaged in combat operations There are many honorable ways to leave in Iraq and Afghanistan, I fi rmly believe that the con- a legacy; our focus for 2005 is on leaving cept of mentorship is even more important today than a legacy through mentorship. Mentorship it was then, as intelligence plays such a critical role is an extremely powerful tool for personal and professional development; it improves in current operations. As our operations tempo has technical and tactical competence, leadership increased, and we fi nd ourselves busy with immedi- skills, self-awareness, and morale. The ate requirements and missions, it is critically important Army’s defi nition of mentorship is the that all leaders make the time to develop their subordi- voluntary developmental relationship that nates and to mentor the next generation of intelligence exists between a person of greater experience leaders. and a person of lesser experience that is characterized by mutual trust and respect. For some, the mentor is an individual who was infl u- ential in our lives: a coach, a teacher, a military super- Characteristics of Mentorship visor, or role model. For others, it may be the concept There are several characteristics that form the ba- of a general offi cer or a sergeant major who brings sis to the mentor-protégé relationship. Such a rela- “chosen” subordinates up through the ranks guiding tionship may have both career and psychological them towards the “good jobs” to achieve promotions. aspects to it. The career aspect of mentorship in- Senior leaders must be a guiding force, building com- volves sponsorship of the protégé. The mentor pro- bat experienced junior Soldiers into the leaders for our vides the protégé exposure and visibility. This might future MI Corps. be done by involving the subordinate in briefi ngs and meetings, or allowing the individual to accompany Mentorship in the military has enjoyed mixed suc- the mentor to conferences and other events. Men- cess as leaders and institutions have struggled to tors help their protégés fi nd challenging assignments defi ne and formalize it. In 1985, General John C. which will allow them to progress in their careers. Wickham, Jr., then Chief of Staff of the Army, pub- Most mentors are in a position to know what types of lished a White Paper which designated “Leadership” assignments and actual operational experience are as the Army Theme of the Year. In the paper, he out- right in terms of career and personal growth. This is lined eight principles which established a framework not to imply that Army leaders make sure the best for building more effective leaders. His fi rst principle jobs are given to a select few; the individual’s job per- challenged every leader to be a mentor to subordinate formance and demonstrated potential, as written in Soldiers. The idea was that sharing your knowledge the formal evaluation by supervisors, are the basis of and leadership would be the greatest legacy that you the promotion. Where mentors play an infl uential role could leave to your subordinates and the U.S. Army. is in helping their protégés help themselves to suc- That is still a vital theme for us today. In his memoran- ceed, not in causing success. 2 Military Intelligence Throughout the re- the Army. They are re- lationship, the mentor spected by their peers, coaches the protégé. possess the requisite The mentor provides knowledge of the Army, advice and construc- have proven them- tive criticism, working to selves during times of maximize the protégé’s crisis and operational strengths and minimize challenges, and main- weaknesses. Some of tain a network of re- this is done through sources. Mentors who sharing experiences, meet these criteria are but frank and honest not threatened by their discussions and obser- protégés’ potential to vations are at the heart equal or surpass them of the relationship. The in there careers. protégé must feel able to freely discuss personal and professional dilem- Mentorship in Military Intelligence mas as the mentor provides opportunities for gaining The need to work with subordinates in order to pro- knowledge, skills, and competence. fessionally and personally develop them is particularly important in Military Intelligence (MI). Our career fi eld Another characteristic of mentorship is psycholog- does not have a single career pattern for success; we ical. This consists of role modeling, counseling, and have multiple specialty areas which collectively cre- acceptance and confi rmation of the protégé. Mentors ate the MI fi eld. Each offers different operational and lead their protégés, not just professionally, but person- leadership opportunities. The types of jobs in which ally. The mentor lets the protégé see how they lead we serve vary greatly in scope and the types of knowl- and make decisions. Mentors impart values, moral edge required. A senior MI leader can be benefi cial in and ethical responsibilities, and standards of conduct helping MI Soldiers sort through personal professional by which they live. development needs and working to establish career Mentor-protégé relationships are geared toward the and personal goals. It is even more critical to have a longer term. This permits true development of the pro- coach in certain assignments such a battalion S2, who tégé. Working together, they develop a career path operates outside of the sanctuary of an MI unit. Here, which incorporates schooling, assignments, profes- where individuals are normally more junior yet have sional development, operational experience, and how signifi cant responsibility, a coach can be instrumental to balance a career with one’s personal life. to the success of both the individual and the operation It should be apparent that there are differences be- as whole. tween being a leader and being a mentor. Most of us MI must use mentorship as an important tool to pro- will be leaders at one time or another or nearly always. vide the best professionals possible. Leading and Leaders develop coach, advise, and motivate subordi- mentoring are more important than ever before as nates as an important part of their duties. This is part our Soldiers, noncommissioned offi cers, and offi cers of normal professional development and should not be fi ght the Global War on Terrorism. The complexities, confused with mentorship. The rater-ratee relationship shortened decision cycles, and demands placed on is an example of this type of leadership. From this pro- the Intelligence Community have increased the roles fessional interaction, the special chemistry that can be for senior leaders in shaping junior leaders for suc- found in a formal mentoring relationship can develop.
Load more

Recommended publications
  • Women in Ground Close Combat Roles: the Experiences of Other Nations and a Review of the Academic Literature
    iUNLIMITED Women in Ground Close Combat Roles: The Experiences of other Nations and a Review of the Academic Literature Paul Cawkill, Alison Rogers, Sarah Knight, & Laura Spear Human Systems Group Grenville Building DSTL/CR37770 V3-0 Information 29 September, 2009 Management Department Dstl Portsdown West Fareham, Hants PO17 6AD © Crown copyright 2010 Dstl UNLIMITED 1 UNLIMITED This document has been prepared for MOD and, unless indicated, may be used and circulated in accordance with the conditions of the Order under which it was supplied. It may not be used or copied for any non-Governmental or commercial purpose without the written agreement of Dstl. © Crown copyright 2009 Defence Science and Technology Laboratory UK Approval for wider use or release must be sought from: Intellectual Property Department Defence Science and Technology Laboratory Porton Down, Salisbury, Wiltshire, SP4 0JQ. Authorisation (Complete as applicable) Name Signature Group Leader David Shirley Date Date Dept Sig Project Manager Gareth Weller Date Date Proj Sig Technical Reviewer Geoff Barrett Date Date Tech Sig UNLIMITED UNLIMITED Executive summary The exclusion of women from specific male roles in the military is covered under Section 85(4) of the Sex Discrimination Act 1975 (Application to Armed Forces etc.) Regulations 1994. A European Community Equal Treatment Directive stipulates that a review of the role of women in certain ground close combat environments should be undertaken every eight years, in order to determine if maintaining such derogation from the Act is still justifiable. The next review is due in 2010. In order for the MoD to make an informed opinion based on the existing scientific data relating to this issue, the Dstl Human Systems Group was tasked by Deputy Chief of the Defence Staff (Personnel) to consider the experiences of other nations in employing women in ground close combat roles/environments, and to undertake a literature review of the recent research on the effectiveness of mixed gender teams (i.e.
    [Show full text]
  • Basic Branches of the United States Army Basic Branch Information After
    Basic Branches of the United States Army Basic Branch Information After graduation from ROTC Advanced Camp and before commissioning, cadets make the most important decision of their emerging Army career ­ which branch to serve in. The reasons for choosing a branch are varied and personal. The choice can based on the desire to use the academic credentials gained while at school or simply a desire to do something exciting. The 16 basic branches available to cadets are all important to the total Army force and each cannot function without the other. Adjutant General ­ To plan, develop, and direct systems for managing the Army's personnel, administrative, and Army band systems. These systems impact on unit readiness, morale, and soldier career satisfaction, and cover the life cycle management of all Army personnel. Air Defense Artillery ­ The primary mission will be to protect the force and critical tactical and geopolitical assets. This important task is made especially challenging by the evolution of modern tactical ballistic missiles, unmanned aerial vehicles and aircraft. Armor/Cavalry ­ The heritage and spirit of the United States Calvary lives today in Armor. And although the horse has been replaced by 60 tons of steel driven by 1,500HP engine, the dash and daring of the Horse Calvary still reside in Armor. Today, the Armor branch of the Army (which includes Armored Calvary), is one of the Army's most versatile combat arms. It’s continually evolving to meet worldwide challenges and potential threats. Aviation­ One of the most exciting and capable elements of the Combined Arms Team. As the only branch of the Army that operates in the third dimension of the battlefield, Aviation plays a key role by performing a wide range of missions under diverse conditions.
    [Show full text]
  • The Uncertain Role of the Tank in Modern War: Lessons from the Israeli Experience in Hybrid Warfare
    No. 109 JUNE 2016 The Uncertain Role of the Tank in Modern War: Lessons from the Israeli Experience in Hybrid Warfare Michael B. Kim The Uncertain Role of the Tank in Modern War: Lessons from the Israeli Experience in Hybrid Warfare by Michael B. Kim The Institute of Land Warfare ASSOCIATION OF THE UNITED STATES ARMY AN INSTITUTE OF LAND WARFARE PAPER The purpose of the Institute of Land Warfare is to extend the educational work of AUSA by sponsoring scholarly publications, to include books, monographs and essays on key defense issues, as well as workshops and symposia. A work selected for publication as a Land Warfare Paper represents research by the author which, in the opinion of ILW’s editorial board, will contribute to a better understanding of a particular defense or national security issue. Publication as an Institute of Land Warfare Paper does not indicate that the Association of the United States Army agrees with everything in the paper but does suggest that the Association believes the paper will stimulate the thinking of AUSA members and others concerned about important defense issues. LAND WARFARE PAPER No. 109, June 2016 The Uncertain Role of the Tank in Modern War: Lessons from the Israeli Experience in Hybrid Warfare by Michael B. Kim Major Michael B. Kim currently serves as the Squadron Executive Officer for the 8th Squadron, 1st Cavalry Regiment, 2d Stryker Brigade Combat Team, 2d Infantry Division. Prior to his current position, he graduated from the Command and General Staff College (CGSC), Fort Leavenworth, Kansas, and completed the Art of War Scholars Program.
    [Show full text]
  • The U.S. Military's Force Structure: a Primer
    CHAPTER 2 Department of the Army Overview when the service launched a “modularity” initiative, the The Department of the Army includes the Army’s active Army was organized for nearly a century around divisions component; the two parts of its reserve component, the (which involved fewer but larger formations, with 12,000 Army Reserve and the Army National Guard; and all to 18,000 soldiers apiece). During that period, units in federal civilians employed by the service. By number of Army divisions could be separated into ad hoc BCTs military personnel, the Department of the Army is the (typically, three BCTs per division), but those units were biggest of the military departments. It also has the largest generally not organized to operate independently at any operation and support (O&S) budget. The Army does command level below the division. (For a description of not have the largest total budget, however, because it the Army’s command levels, see Box 2-1.) In the current receives significantly less funding to develop and acquire structure, BCTs are permanently organized for indepen- weapon systems than the other military departments do. dent operations, and division headquarters exist to pro- vide command and control for operations that involve The Army is responsible for providing the bulk of U.S. multiple BCTs. ground combat forces. To that end, the service is orga- nized primarily around brigade combat teams (BCTs)— The Army is distinct not only for the number of ground large combined-arms formations that are designed to combat forces it can provide but also for the large num- contain 4,400 to 4,700 soldiers apiece and include infan- ber of armored vehicles in its inventory and for the wide try, artillery, engineering, and other types of units.1 The array of support units it contains.
    [Show full text]
  • App. 1 APPENDIX a Marine Corps Force Integration Plan
    App. 1 APPENDIX A Marine Corps Force Integration Plan – Summary Background Since the Secretary of Defense fully rescinded the Di- rect Ground Combat Definition and Assignment Rule {DGCDAR) in January 2013, the Marine Corps Force Integration Plan has been the Service’s deliberate, measured, and responsible approach to better under- stand all aspects of gender integration while setting the conditions for successful policy implementation. Central to this historic research effort has been the clear recognition that the brutal and extremely phys- ical nature of direct ground combat, often marked by close, interpersonal violence, remains largely un- changed throughout centuries of warfare, despite tech- nological advancements. The precursor to the full DGCDAR rescission was the Department of Defense lifting of the co-location re- striction in February 2012, which enabled female ser- vice members to co-locate with ground combat units that had a high probability of engaging in direct ground combat. The lifting of that restriction has been an unquestionable combat multiplier for our Marine Air Ground Task Forces (MAGTF) serving throughout the world. As an agile, adaptable, expeditionary force that task organizes as a rule, our MAGTF command- ers now have the widest latitude to employ the full- est capabilities of their force. Leveraging the talents of every Marine without restrictions throughout the depth and breadth of what are increasingly more App. 2 complex operating environments enables a more capa- ble Marine Corps. The Marine Corps consists of 7.6% female Marines within the Active Component and 7% of the Total Force. Today, female Marines are eligible to serve in 315 of the 337 primary military occupational special- ties.
    [Show full text]
  • DACS Working Paper February 1996 the British and American Armies in World War II: Explaining Variations in Organizational Learni
    DACS Working Paper February 1996 The British and American Armies in World War II: Explaining Variations in Organizational Learning Patterns Eric Heginbotham The Defense and Arms Control Studies Program is a graduate-level, research and training program based at the MIT Center for International Studies. It is supported by core grants from the Carnegie Corporation of New York, the Ford Foundation, the John D. and Catherine T. MacArthur Foundation, and the DACS Corporate Consortium. WP #96-2 I I The British and American Armies in World War II: Explaining Variations in Organizational Learning Patterns Eric Heginbotham February 1996 Defense and Arms Control Studies Program Working Papers Series L Introduction During the Second World War, American and British armored units fought against the same foe on the same ground using the same equipment. American effectiveness improved dramatically in three years of active operations. British effectiveness improved at a much slower rate during their five years of activity. By 1944, American units were more adept at employing combined arms in concert to achieve a variety of ends, attacking with greater flexibility, and following up tactical success to reap operational and strategic benefits. Why did these military organizations learn and improve at different rates? This question is of more than historical interest. It helps us understand the more fundamental question of how large and complex organizations "learn" lessons and adapt to new circumstances. This paper examines three candidate explanations
    [Show full text]
  • A Sisterhood of Arms: Envisioning Conscription and Selective Service Post-Gender Integration of Combat Arms
    Buffalo Law Review Volume 64 Number 5 Article 5 12-1-2016 A Sisterhood of Arms: Envisioning Conscription and Selective Service Post-Gender Integration of Combat Arms Erin R. Goldberg Buffalo Law Review Follow this and additional works at: https://digitalcommons.law.buffalo.edu/buffalolawreview Part of the Military, War, and Peace Commons, and the National Security Law Commons Recommended Citation Erin R. Goldberg, A Sisterhood of Arms: Envisioning Conscription and Selective Service Post-Gender Integration of Combat Arms, 64 Buff. L. Rev. 1135 (2016). Available at: https://digitalcommons.law.buffalo.edu/buffalolawreview/vol64/iss5/5 This Comment is brought to you for free and open access by the Law Journals at Digital Commons @ University at Buffalo School of Law. It has been accepted for inclusion in Buffalo Law Review by an authorized editor of Digital Commons @ University at Buffalo School of Law. For more information, please contact [email protected]. A Sisterhood of Arms: Envisioning Conscription and Selective Service Post-Gender Integration of Combat Arms ERIN R. GOLDBERG† INTRODUCTION It was the worst kept secret in the United States military 1 for years: women in combat. Although military doctrine had prevented females from formally serving in frontline combat occupations, few could deny by the late 2000s that women were situated in roles throughout the military that placed them directly on the battlefield. Part of this had to do with a shift in military warfare. The world no longer was engaged in conflicts like those of World War I and II. Now the frontline was wherever the enemy could reach, which, with long-range missiles and mortars and guerilla style tactics, meant just about anywhere.
    [Show full text]
  • Growing the Ranks of African-American Infantry and Armor Officers Part I
    Growing the Ranks of African-American Infantry and Armor Officers Part I: Introduction The United States Army is widely recognized for its outstanding and well- deserved reputation for integrating previously excluded groups, specifically racial minorities and women. Presently, the Army has a shortage of senior African-American officers due to underrepresentation in the ground maneuver branches, Infantry and Armor. Both branches are central to the Army’s core competencies: combined arms maneuver and wide area security,1 where leaders apply the warfighting functions,2 typically provided by operational support and force sustainment branches in the successful conduct of combat operations. Accordingly, Infantry and Armor produced 32% of the Army’s currently serving general officers and ten of the Army’s 12 four-star generals.3 However, African-Americans compose only six percent of the Infantry and Armor branches and only eight percent of the General Officer population,4 despite comprising 13 percent of the officer corps and 21 percent of the enlisted ranks.5 Thus, the Army faces the challenge of building a senior officer corps that represents the increasing diversity of the population it serves and the formation of Soldiers that they will lead. General Raymond T. Odierno, the Army’s 37th Chief of Staff, addressed the importance and difficulty of building diversity in the senior leader ranks through accessions into the Infantry and Armor branches during an address to ROCKS Incorporated6 on 30 March 2012 when he stated, “I don't know what's causing it [underrepresentation of African-Americans in Infantry and Armor], but it's something that weighs heavily on me because I need African-American leaders at all ranks.
    [Show full text]
  • Combat Service Support Transformation: Emerging
    DOCUMENTED BRIEFING R Combat Service Support Transformation Emerging Strategies for Making the Power Projection Army a Reality Eric Peltz, John M. Halliday, Steven L. Hartman Prepared for the United States Army Arroyo Center Approved for public release; distribution unlimited The research described in this report was sponsored by the United States Army under Contract No. DASW01-01-C-0003. ISBN: 0-8330-3449-9 The RAND documented briefing series is a mechanism for timely, easy-to-read reporting of research that has been briefed to the client and possibly to other audiences. Although documented briefings have been formally reviewed, they are not expected to be comprehensive or definitive. In many cases, they represent interim work. RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND® is a registered trademark. RAND’s publications do not necessarily reflect the opinions or policies of its research sponsors. © Copyright 2003 RAND All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without permission in writing from RAND. Published 2003 by RAND 1700 Main Street, P.O. Box 2138, Santa Monica, CA 90407-2138 1200 South Hayes Street, Arlington, VA 22202-5050 201 North Craig Street, Suite 202, Pittsburgh, PA 15213-1516 RAND URL: http://www.rand.org/ To order RAND documents or to obtain additional information, contact Distribution Services: Telephone: (310) 451-7002; Fax: (310) 451-6915; Email: [email protected] PREFACE This document analyzes the concepts that are emerging from the U.S.
    [Show full text]
  • Military Occupations and Implications for Racial/Ethnic and Gender Diversity
    Issue Paper #23 Branching & Assignments Military Occupations and Implications for Racial/Ethnic and Gender Diversity Officers MLDC Research Areas Definition of Diversity Abstract Senior Leaders Tend to Come from Tactical Legal Implications Occupations Across DoD, flag (or general) officers tend Figure 1 shows the percentage of December Outreach & Recruiting to advance from occupations related to tacti- 2008 active-component flag officers who 2 Leadership & Training cal operations, which are closely linked to served in tactical (i.e., warfighting) occupa- the overall mission of each Service. How- tions before becoming flag officers. As a Branching & Assignments ever, tactical occupations tend to have benchmark,3 Figure 1 also includes the corre- Promotion higher concentrations of white non-Hispanic sponding percentages for the active- officers and male officers. Recent data sug- component O-3 pay grade4 (i.e., a captain in Retention gest that individuals’ occupational prefer- the Army, the Air Force, and the Marine Implementation & ences at the time of initial occupational as- Corps and a lieutenant in Navy). Figure 1 Accountability signment play a role in this dynamic. How- demonstrates that officers from tactical occu- Metrics ever, the reasons why women and pations make up a much larger fraction of the racial/ethnic minorities do not choose tacti- flag officer corps than officers from the lower National Guard & Reserve cal occupations are not fully known. If the ranks, although this difference varies by Ser- trend of women and minorities choosing vice and is somewhat less extreme in the nontactical occupations continues—along Navy. This pattern suggests that a tactical with the trend of senior leadership ranks background is important for officers seeking being filled by officers from tactical occu- to break into the flag ranks.
    [Show full text]
  • Gender Integration Study
    TRAC-F-TR-15-016 21 April 2015 Gender Integration Study TRADOC Analysis Center 255 Sedgwick Avenue Fort Leavenworth, KS 66027-2345 Distribution limited by Commanding General, TRADOC. This determination was made on 24 January 2013. Other requests for this document will be referred to Headquarters, U.S. Army TRADOC, Attention: G3/5, 950 Jefferson Avenue, Fort Eustis, VA 23604. TRAC-F-TR-15-016 21 April 2015 Gender Integration Study TRADOC Analysis Center 255 Sedgwick Avenue Fort Leavenworth, KS 66027-2345 Distribution limited by Commanding General, TRADOC. This determination was made on 24 January 2013. Other requests for this document will be referred to Headquarters, U.S. Army TRADOC, Attention: G3/5, 950 Jefferson Avenue, Fort Eustis, VA 23604. This page intentionally left blank. ii Form Approved REPORT DOCUMENTATION PAGE OMB No. 0704-0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this collection of information Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302 Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS 1.
    [Show full text]
  • Women in Combat: Issues for Congress
    Women in Combat: Issues for Congress Kristy N. Kamarck Analyst in Military Manpower December 13, 2016 Congressional Research Service 7-5700 www.crs.gov R42075 Women in Combat: Issues for Congress Summary Over the past two decades of conflict, women have served with valor and continue to serve on combat aircraft, naval vessels, and in support of ground combat operations. The expansion of roles for women in the Armed Forces has evolved since the early days of the military when women were restricted by law and policy from serving in certain occupations and units. Women have not been precluded by law from serving in any military unit or occupational specialty since 1993 when Congress repealed the remaining prohibitions on women serving on combatant aircraft and vessels. However, Department of Defense (DOD) policies have prevented women from being assigned to units below brigade level where the unit’s primary mission was to engage directly in ground combat. This policy barred women from serving in infantry, artillery, armor, combat engineers, and special operations units of battalion size or smaller. On January 24, 2013, then-Secretary of Defense Leon Panetta rescinded the rule that restricted women from serving in combat units and directed the military departments and services to review their occupational standards and assignment policies and to make recommendations for opening all combat roles to women no later than January 1, 2016. On December 3, 2015, Secretary of Defense Ashton Carter ordered the military to open all combat jobs to women with no exceptions. This most recent policy change followed extensive studies that were completed by the military departments and by the Special Operations Command (SOCOM) on issues such as unit cohesion, women’s health, equipment, facilities modifications, propensity to serve, and international experiences with women in combat.
    [Show full text]